Final RETA Breeze_V2_MarchApril _2025

3. Customer-centricity as a Growth Engine— For high-performing companies, customer satisfaction is not enough—they aim to create customer advocates. They analyze customer journeys, remove friction points and proac tively seek feedback. More impor tantly, they take action on that feedback, refining their offerings and personalizing experiences to create deep relationships. Data from a global management consulting company shows that fluctuations in a company’s Net Promoter Score (NPS) can explain 20%–60% of its organic growth. This statistic alone highlights why top companies prioritize customer experience—it directly impacts revenue. 4. Quality as a Cultural Corner stone— High performers do not just meet quality standards—they set them. They integrate quality into every process, ensuring it is not just a final checkpoint but a guiding principle from the start. This commitment to excellence builds trust and differen tiates them from competitors. Apple, for instance, is not just known for technology but for meticulous attention to detail. High-performing companies operate with the same mindset—whether it is in their service delivery, internal processes, or employee training. 5. The Adaptability Imperative— Disruption is inevitable. The ques tion is: will your company adapt fast enough to stay ahead? High-performing companies do not resist change; they embrace it. They anticipate market shifts, moni tor industry trends and pivot when necessary. Research has shown that many companies failed during crises like the COVID-19 pandemic—not because they lacked resources, but because they failed to adapt. Mean while, organizations that were agile in their strategy and execution thrived. 6. Data-driven Decision Making— Top companies leverage data to

make strategic decisions and track real-time key performance indi cators (KPIs) through dashboard systems that are visually engag ing. Through the utilization of AI and other software programs they aggregate information across the enterprise for a holistic view and understanding of how all elements fit together. This ensures lead ers have access to clear informa tion and actionable insights. More importantly, they align their data collection with business objectives, avoiding “data for data’s sake.” Collaboration— The best compa nies do not only monitor their competitors—they understand the full ecosystem in which they operate. They recognize that value creation often requires collaboration. Whether through strategic partner ships, industry alliances, or supplier relationships, they position them selves at the center of innovation and market shifts. 8. Operational Excellence Through Simplification— Complexity slows companies down. High perform ers know this and focus on making operations lean and efficient. Steve Jobs famously said, “Simple can be harder than complex. You have to work hard to get your think ing clean to make it simple.” Top companies take this to heart. They continuously refine workflows, eliminate unnecessary steps and automate where possible. The result? A more agile, cost-effective and scal able operation. 9. The Learning Organization Mindset— Perhaps the most defin ing trait of high-performing compa nies is their relentless pursuit of improvement. They do not assume they have all the answers—they continuously learn, evolve and refine their strate gies. They invest in leadership devel opment, create knowledge-sharing platforms and encourage experimen tation. These organizations view failure as a stepping-stone to progress, not 7. Ecosystem Intelligence and

a setback. This mindset allows them to stay ahead of industry changes and maintain a competitive edge.

Becoming a high-performing organization If you want to build a company that stands out, start by assessing where you currently stand on these nine traits. Ask yourself: • Are our purpose and values deeply embedded in everything we do?

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Do we treat employees as our great est asset? Are we truly customer-centric, or do we just say we are? Is quality a guiding principle in all areas of our business? How adaptable are we to change? Do we make decisions based on data or gut instinct? Do we understand our indus try ecosystem and leverage partnerships? Have we eliminated unnecessary complexity in our operations? Do we foster a culture of learning and continuous improvement?

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Achieving high performance is not about making one major change—it is about consistently refining these areas over time. The question is not whether these traits matter. The real question is: How quickly can your organization begin embedding them into its DNA?

Susan Quinn has worked for more than 30 years with Fortune 500 to middle market firms across

the coun try developing strategies that spur growth. As CEO of circle S studio, she supports compa nies in their quest to “better their best” and brings a keen understanding of how to create a winning strategy. Quinn is the author of “Does Your Business Show Up or Stand Out?,” a leader’s playbook for implementing the nine traits. For more information, visit www.circlesstudio.com or www.circlesstudio. com/business-playbook.

22 RETA.com